The abolition of this kind of duplication requires pressure from an outside body or agreement among those concerned; no one of us, acting alone, can do away with it. But there are duplications and omissions in the work of every library that it is in the power of the librarian to remedy. Many of these are the result of growth. I know of no profession whose members are more continually and consistently looking for more work to do than that of librarianship. This quest is rarely carried on cooperatively in a library. The head of each department grasps every opportunity to enlarge her sphere of influence, with the result that her sphere first touches that of another department and then intersects it, so that they possess certain parts of the field of service in common. The departments concerned may not know of this duplication, or they may realize that it is going on and be unwilling to stop it for various reasons. Each department-head, like the golf-clubs mentioned above, may be willing to abolish duplication by driving her fellow-worker out of the field, but not otherwise; and her fear lest she herself may have to be the one to retire may induce her to keep silence. Sometimes the librarian himself, observing the interference, contents himself with seeing that individual items of service are not duplicated, leaving the two departments to do, in part, the same kind of work, though not in precisely the same items. This is but a partial atonement for our two sins. Although there is, perhaps, no longer actual duplication of work, there is duplication of administration, duplication of thought and planning. All this is waste of effort that should be devoted to doing some of the things that every library leaves undone. I have elsewhere treated of what I call “conflicts of jurisdiction” in libraries. This comes under the same head, though there may be no actual clash of authorities.